DHL Group, the world’s leading logistics company, has signed a Memorandum of Understanding (MoU) with the e-commerce marketplace Temu to deepen their cooperation and to further expand their successful partnership.
The agreement aims to enhance collaboration to better support local small and medium-sized enterprises (SMEs) in established markets as well as in growth markets, such as Eastern Europe and the Middle East.
Both parties are committed to fostering compliant trade and sustainable practices.
DHL Group will support Temu through its logistics expertise, including multimodal transportation solutions, to provide more efficient and sustainable supply chain services. With its dense network and global presence, DHL Group is the ideal partner to support Temu’s growth in both established and new markets.
“Through our various DHL divisions, we are already providing a wide range of logistics services and solutions, including air freight and last-mile delivery. We are excited to elevate our partnership with Temu to the next level. By combining our logistics capabilities with Temu’s innovative platform, we can create more efficient, compliant and convenient solutions that benefit both consumers and local businesses in the markets we serve,” states Katja Busch, CCO and head of DHL customer solutions & innovation.
As part of the Memorandum of Understanding, DHL Group will utilise its logistics expertise to support Temu’s operations in Europe, including its local-to-local model, which enables local merchandise partners to sell on its platform and supports local fulfillment.
Temu expects up to 80% of its total sales in Europe to come from this local-to-local model. Additionally, the e-commerce platform will enable European-based sellers to reach global markets in the future. This allows, in particular, SMEs to scale and expand their businesses. DHL will also assist Temu in growing its presence in e-commerce markets, including the Europe, Middle East, and Africa (EMEA) regions.
“This letter of intent marks a significant step in our partnership with DHL Group. Its extensive network and logistics capabilities will help support our mission to increase consumer access to affordable products and help increase growth opportunities for sellers,” states Qin Sun, co-founder of Temu.
Shopify forecast second-quarter profit below Wall Street estimates on Thursday, sparking fears that the e-commerce company could take a hit from global trade uncertainty that’s hurting businesses of retailers on its platform.
U.S.-listed shares of the Canadian company fell 8% in premarket trading after Shopify also missed estimates for first-quarter profit as well as targets for revenue from sale of platform subscriptions and other applications.
Shopify’s dour profit outlook comes at a tough time for retailers – as well as the broader economy – as trade tensions brought on by U.S. President Donald Trump‘s sweeping tariff plans cast a long shadow on businesses.
E-commerce industry leader Amazon has also forecast second-quarter operating income below estimates.
Hefty duties planned on U.S. imports, especially on goods from China, stand to crimp business operations, particularly for small- and medium-sized businesses – which make up a large chunk of Shopify’s clients.
“There has been some concern over the impact of tariffs on merchants and whether some merchants are suspending or giving up on their business because of tariffs … That could have an impact on Shopify and it’s possible that that’s what we’re seeing,” D.A. Davidson analyst Gil Luria said.
The company forecast second-quarter gross profit dollars to grow at a high-teens percentage range, while analysts were expecting a 20.2% rise, according to data compiled by LSEG.
It, however, projected better-than-expected revenue, in a sign that its investments in platform upgrades and roll-out of AI features were paying off.
The company sees revenue growth in the mid-twenties percentage range, compared with analysts’ average estimate of 22.4% growth.
For the first quarter ended March 31, Shopify reported revenue of $2.36 billion, beating estimates of $2.33 billion.
Temu will allow Australian businesses to sell directly to consumers through its platform, following the rollout of its local-to-local model.
Temu’s arrival on Australian shores in late 2023 might have seemed, at first glance, like just another marketplace entering an already crowded space. But beneath the surface, something bigger has been brewing.
In less than a year, Temu has rocketed up the download charts, ranking the most downloaded iPhone app for 2024 – in Australia AND globally – and the only shopping app to make the top 10 free apps list in Apple’s rankings, according to Power Retail.
Temu came top both in Australia and globally in app downloads in 2024
With its trademark cocktail of ultra-affordable pricing, an endless catalogue of products, and a relentless focus on deals, Temu rapidly gained traction amongst Australian consumers, helped by a cost of living crisis.
According to NAB’s Consumer Sentiment Survey (April 2024), over 70% of Australians report being more price-conscious compared to the previous year. Timing, as they say, is everything, and Temu’s was spot on.
Now, the marketplace has announced it will allow Australian businesses to sell directly to local consumers through its platform, following the rollout of the same local-to-local model in more than a dozen markets, including the US, UK, Germany, France, Japan, and South Korea.
For leaders in retail, e-commerce, and brand marketing, this isn’t just another channel expansion — it’s a significant reshaping of the competitive landscape.
This new offer is set to change the platform’s local relevance. Previously perceived primarily as a marketplace for cheap overseas goods (predominantly from China), the decision to onboard Australian sellers brings a new dimension to its model, blending local delivery speed and familiarity with the competitive prices Temu is known for.
Source: Temu
The power of Temu’s model and why it matters for brands
Temu’s success is anchored in two things: affordability and range. Its platform is designed to delight cost-conscious shoppers who are willing to forgo brand familiarity if the price is right.
Brand loyalty in Australia is already under pressure, with research from Roy Morgan (March 2024) finding that 62% of Australian consumers are actively looking for cheaper alternatives across most shopping categories. It is particularly prevalent among younger demographics, with 64% of gen Z saying they’d switch brands for better value or mission alignment (Morning Consult, 2024).
Affordability is driving decision-making at an unprecedented scale, but it’s not just about price. It’s about the perception of value: what you get, how fast you get it, and how seamless the experience is. Temu’s slick, gamified app experience, combined with prices often 30–70% lower than traditional retailers, makes it an irresistible proposition for a growing demographic of Australians.
But what does this mean for Australian brands and retailers?
Source: Temu
Temu’s move to allow Australian sellers onto the platform presents an opportunity: an immediate, low-barrier-to-entry channel to reach a massive, price-sensitive audience. For small to medium-sized brands, especially those struggling with rising customer acquisition costs on Meta, TikTok, and Google, Temu could offer a ready-made alternative for scaling visibility.
Early movers might enjoy first-mover advantages, gaining a disproportionate share in a platform still establishing its Australian credibility.
Speed is another win.
According to Australia Post’s 2025 Inside Australian Online Shopping report, most online shoppers expect parcel delivery within 2 to 5 days, with 66% saying slow delivery negatively affects their likelihood to re-purchase.
By investing heavily in logistics, Temu is setting itself up to overcome one of the few barriers it previously faced: long delivery times. While initial Temu orders often took 10–15 days to arrive from overseas warehouses, the onboarding of local sellers means that same-week or even next-day deliveries are becoming more achievable. Temu now has Australian fulfilment partnerships in Sydney and Melbourne, cutting average delivery times down to 4–6 days for many local orders. This puts it closer to Amazon’s standard delivery proposition, without needing Prime subscription fees.
Source: Australia Post’s 2025 Inside Australian Online Shopping Report
However, while the upside for quick-moving brands is significant, the risks are equally clear.
By joining Temu, businesses are entering a hyper-competitive environment where price wars are fierce, and differentiation is hard to sustain. Brands risk commoditising their products, becoming trapped in a race to the bottom on price and margin erosion.
Unlike other marketplaces like Amazon, Temu sets the price of goods, which creates a set of new challenges for brands who are looking to take advantage of the platform, with price erosion and maintaining RRP a challenge in the Temu environment.
For brands, the question is not just about whether to sell on Temu — it’s about weighing up whether participation aligns with their brand positioning. Is Temu an opportunity to offload volume lines? A channel for price-sensitive SKUs? Or does it risk undermining premium positioning cultivated elsewhere? There are no easy answers, but opting out entirely may not be the answer either.
Competing in a Temu world
For mid-market brands, especially those in commoditised categories like fashion basics, homewares, and beauty accessories, the strategic challenge is pressing. If Temu’s offering feels “good enough” for everyday needs, consumers may increasingly reserve their brand loyalty only for purchases tied to stronger emotional or status-driven value propositions (think Nike trainers, Temu outfit).
There’s also a marketing and media strategy implication. Temu itself is a masterclass in performance marketing, flooding social feeds with shoppable ads, referral bonuses, and gamified incentives. It teaches consumers to expect promotions, coupons, discounts. Local brands will need to evolve how they engage consumers in an environment that is increasingly ‘deal-saturated’, and lean harder into first-party data strategies, loyalty innovation, and omnichannel journeys that create real stickiness.
Beyond consumer marketing, operational agility will also be a differentiator. Brands with fast-moving supply chains, dynamic pricing capabilities, and localised fulfilment models will be best positioned to thrive. We’re already seeing some players adapt: Cotton On, for example, recently announced enhancements to its click-and-collect infrastructure and free returns model, explicitly citing the need to compete more aggressively with global platforms.
Further investment in private labels, exclusive collaborations, and loyalty ecosystems may also be part of the defensive playbook as traditional retailers seek to hold ground against Temu’s growing share of wallet. Large players like Kmart and Target Australia are already doubling down, trying to defend their low-price leadership by expanding range breadth and direct sourcing to maintain margin protection.
Meanwhile, Amazon is unlikely to sit still. Amazon Australia, which only recently reached profitability after years of investment, will likely accelerate its Prime loyalty benefits and local seller recruitment efforts in response.
Watch for Amazon to double down on local fulfilment centres and possibly offer more attractive seller incentives to counter Temu’s momentum.
Number of app downloads in the US. Source: App Figures
Off the back of Temu’s local expansion and the growth of Amazon, we anticipate some of the following outcomes from retailers and brands alike:
Brands
Increased focus on DTC
We could see a shift, or a greater focus towards building owned direct-to-consumer channels as brands seek to regain control of margin, pricing, experience, and data.
Rise of hybrid models
More brands will adopt a nuanced and hybrid approach to operating in the e-commerce space. This will be less about ‘do we operate within a channel or not’, and more about ‘what is the role of that channel within our broader e-commerce channel strategy?’.
Product portfolio evolution
As channels grow, like marketplaces, it gives rise to the evolution of product portfolios where we see the introduction of new products, bundles and solutions that meet different user needs.
Retailers
Supply chain and fulfilment innovation
To keep up with customer expectations around fast and free delivery, deeper investment in local fulfilment networks and supply chain tech could be on the cards. However, retailers need to think carefully about when rapid delivery makes sense, as competing head-on with global marketplaces may lead to significant margin erosion over time.
Marketplace expansion
Some retailers will continue to double down on their marketplace offerings to deliver more range and eyeballs to their site, which will not only deliver sales but bolster inventory for retail media.
Whilst other retailers will actively consider the role these third-party marketplaces play within their broader e-commerce strategy, retailers who have built strong, widely recognised private label brands may see marketplaces as a growth channel to power further adoption and share of their private label portfolios in the market.
Source: Temu
The last word on Temu Down Under
Temu’s ambition is clear: it wants to be the first port of call for the value-first Australian shopper. If it continues its trajectory, it could reach five million active users by the end of 2025, a scale that would position it as a serious challenger to established players like Kogan and Amazon’s local operations, and fill the gap left by the decline of platforms like Catch.
Though still in relatively early days in Australia, it’s a disruptive force that is shifting consumer expectations and market dynamics at speed. Its unique model, turbocharged by affordability, convenience, and now local seller onboarding, will continue to find fertile ground amongst Australian consumers. The brands and retailers that adapt first will be best positioned to navigate the shifting landscape.
Textile business Bombay Dyeing & Manufacturing Co saw its consolidated profit drop by 82.6% in the fourth quarter of the 2025 financial year to total Rs 11.54 crore. The business’ net profit had totalled Rs 66.46 crore in the fourth quarter of the 2024 fiscal year.
Bombay Dyeing & Manufacturing Co’s expenses reached Rs 382.78 crore in the quarter ending March 2025, the Press Trust of India reported, citing a regulatory filing made by the business. Total income declined by 12.42% year on year to total Rs 395.47 crore in the fourth quarter of the 2025 financial year compared to Rs 451.58 crore a year prior.
For the full 2024 financial year, Bombay Dyeing & Manufacturing Co reported an exceptionally high net profit of Rs 2,948.63 crore due to selling off numerous land parcels, ET Retail reported. The business’ 2025 financial year net profit came in at Rs 490.16 crore, representing a 83.4% year on year decline.
Bombay Dyeing & Manufacturing Co is a subsidiary of the Wadia Group and was established in 1879, according to its website. The business specialises in producing cotton textiles and non-woven fabrics.
Amazon has announced that it will continue to develop its last-mile operations with a US$4bn investment in its rural delivery network across the USA to bring faster delivery times to less densely populated areas.
The investment will be used to grow Amazon’s rural delivery network to more than 200 delivery stations and create more than 100,000 jobs through a range of full-time, part-time and flexible positions.
Once complete, the network will be able to deliver over a billion more packages each year to customers living in more than 13,000 zip codes spanning 1,200,000 square miles, according to Amazon.
The company began developing its rural delivery network in 2020 with the opening of its first delivery station, and started scaling its small-town delivery network in 2023, reporting a 50% improvement in delivery speeds on average. By the end of 2026, the company will have tripled the size of its US rural delivery network.
Amazon says that for each new facility it opens, an average of 170 jobs will be created at the delivery stations themselves, plus many more through driving opportunities via Amazon’s Delivery Service Partner (DSP) program and Amazon Flex, which offers individuals the opportunity to earn extra money delivering packages in their own vehicles.
Author Credits- HAZEL KING, Parcel and postal technology INTERNATIONAL
The executive reshuffle continues at Kering. The group has announced changes at the helm of two of its houses: Federico Arrigoni, deputy CEO of Saint Laurent, will take over as CEO of Brioni, while Mehdi Benabadji, who has led Brioni since 2020, will move to Ginori 1735.
In his new role, Arrigoni is tasked with “further strengthening Brioni’s global positioning and increasing the brand’s appeal and success.”
“I am proud to see Federico becoming CEO of Brioni,” said Francesca Bellettini, Kering’s deputy CEO in charge of brand development, to whom Arrigoni will report. “I trust that his extensive knowledge of the industry and his strong international experience make him the best profile to drive Brioni into the next phase of its development, building on the House’s remarkable history and achievements.”
Bellettini previously worked closely with Arrigoni during her time leading Saint Laurent.
An Italian national, Arrigoni joined Kering in 2006 through Gucci, where he held roles in human resources before moving to Saint Laurent in 2015. There, he held a series of senior positions—first as HR director, then as president of Asia Pacific in 2020, later taking on global commercial responsibilities, before being appointed deputy CEO in July 2023.
Earlier in his career, Arrigoni began at Decathlon in 1996, progressing through management roles in retail. He joined Autogrill in 2002 as head of HR, then transitioned into luxury in 2004 as head of HR for Europe at Dolce & Gabbana.
Mehdi Benabadji, who led Brioni since 2020, “brings to Ginori 1735 a strong track record in strategic transformation and international development,” Kering noted.
Under his leadership, Brioni underwent a successful operational restructuring and recorded strong growth momentum, reinforcing its position within the men’s luxury ready-to-wear landscape.
At Ginori 1735, he will report to Jean-Marc Duplaix, deputy CEO and chief operations officer of Kering. His mission will be to guide the historic Florentine porcelain manufacturer into its next phase of expansion and further elevate its position in the global luxury lifestyle and homeware segment.
Before taking the helm at Brioni, Benabadji built a longstanding career within Kering, which he joined in 2003. From 2012 and 2019, he held several key executive roles, including director of operations in charge of integrated logistics and industrial activities. A graduate of ESSEC Business School, he began his professional journey in 1995 as a consultant, advising various luxury houses before joining the group led by François-Henri Pinault.
Global payments giant Stripe has showcased artificial intelligence tools designed to automate business purchases, with its leaders imagining systems capable of making the traditional e-commerce experience obsolete.
Global payments giant Stripe has showcased artificial intelligence tools designed to automate business purchases, with its leaders imagining systems capable of making the traditional e-commerce experience obsolete.
Overnight in San Francisco, Stripe highlighted a suite of 60 new products and updates, including an upcoming agentic payment system capable of making online purchases on behalf of users.
Zuckerberg: Meta will bring advertising fully in-house using AI
Zuckerberg: Meta will bring advertising fully in-house using AI
DAVID ADAMS
“LLMs are phenomenal at getting to the point of purchase, but they’re not built to navigate complex checkout forms, securely stored payment credentials, handling payment authentication, and so on,” said Stripe’s president of product and business William Gaybrick.
“Today we’re beginning to solve that, with a brand new API that lets anyone create a commerce agent in just a few seconds.”
In one live demonstration, Gaybrick deployed an AI agent that bought a book through an online webstore with minimal instruction.
Later, Gaybrick tasked an agent with purchasing each item recommended by a skincare blog, removing the need to click each third-party link and process every purchase manually.
The second live demo stumbled, with Gaybrick later blaming an external SMS provider for the technical difficulties.
Speaking after the Stripe Sessions demonstration, Stripe co-founder John Collison told SmartCompany agentic systems could overhaul how businesses transact online.
Those purchasing tools are “going to be the new table stakes for product experience, that you can simply explain intent and then the right thing just happens,” he said.
Gaybrick said those developer tools, capable of making purchases with parameters set by the user, are coming “very soon”.
Looking beyond the existing website layer, Gaybrick and Collison told reporters that emerging AI tools could ultimately change the way e-commerce websites look and operate.
Relevance AI raises $37 million to expand its no-code AI agent platform
Relevance AI raises $37 million to expand its no-code AI agent platform
TEGAN JONES
“There’s an open question of: ‘What are websites for agents?’” said Gaybrick, who argued buyer agents don’t need a traditional e-commerce website interface to make a purchase.
“We can do so much better.
“Right now your storefront is a static, unmanned property, whereas you can actually have a seller agent right there”, capable of negotiating with an automated buyer.
“It’s kind of funny, because we’re retrofitting agent to commerce onto the web,” said Collison.
“I don’t think we would claim that this is the last word in agentic commerce or anything like that,” he added.
“This is our first salvo, and there’s going to be an incredibly fast moving industry and product evolution over the coming 10 years, as everything moves to agentic.
“And we’re going to be on the forefront, but this is the starting gun anyway.”
Stripe says its broader agent toolkit supports OpenAI Agents SDK, Vercel AI SDK, LangChain, and CrewAI.
Beyond its new purchasing agent, Stripe unveiled what it describes as the first-ever AI foundation model for payment data.
Stripe claims the model, which was trained on data from tens of billions of transactions, is already reducing the incidence of ‘card testing’ fraud perpetrated against its large business users.
The model will help businesses boost payment authorisation rates and assist with payment disputes, said Emily Glassberg Sands, Stripe’s head of information on AI.
The announcements were backdropped by Stripe’s new commitment to stablecoins, with the company promising to deliver USDC-denominated corporate cards through the Visa payment network.
That card offering is not yet available in Australia, where the federal government is still finalising its regulatory approach to stablecoins and other digital assets.
The latest launches reflect the Group’s commitment to evolving the luxury experience through regional expansion, innovative store concepts, and visionary design
Dubai, United Arab Emirates: Etoile Group, the pioneering luxury fashion retail group, announces a series of new boutique openings and revamps across GCC. Reflecting the Group’s dynamic expansion strategy and its dedication to curating elevated experiences, the latest additions include new locations for Aquazzura in Dubai, UAE and CHANEL in Riyadh, KSA, alongside a revamped Etoile La Boutique in Doha.
With multiple stores opening in existing markets, these developments underscore the continued appetite for luxury retail across the GCC and the strength of Etoile Group’s brand partnerships. More than just retail footprints, each boutique represents the Group’s commitment to immersive, design-led spaces and “enhanced shopping experience” that mirror the evolving lifestyles of its discerning clientele.
Ingie Chalhoub, Founder and President of Etoile Group, commented, “As we continue to expand, our focus remains rooted in crafting experiences that are emotionally resonant, artistically inspired, and globally relevant. Whether we are entering a new market or reimagining an existing space, each Etoile Group boutique reflects our deep reverence for craftsmanship, innovation, and design.”
Highlights from Q1 2025
Aquazzura – Mall of the Emirates, Dubai
Marking the brand’s third boutique in the UAE, the newly launched Aquazzura store at Mall of the Emirates further cements its growing presence in the region. True to the maison’s signature elegance, the boutique blends Italian sophistication with contemporary flair, a radiant haven for footwear and accessory aficionados.
Etoile La Boutique – Revamp at Galeries Lafayette, Doha
Etoile La Boutique continues to evolve with a complete design revamp of its Doha location. Thoughtfully reimagined to elevate the customer journey, the revamped boutique presents a refined curation of exclusive designer labels and coveted collections. From timeless fashion statements to exquisite accessories, every element is designed keeping the modern, fashion forward woman in mind.
CHANEL – Twin Boutique at Solitaire Mall, Riyadh
Etoile Group is proud to unveil the third CHANEL boutique in Saudi Arabia, situated in Riyadh’s newly opened Solitaire Mall. Spanning 538 square meters, the new concept introduces a ‘twin boutique’ format, one dedicated to Fashion and the other to Watches & Fine Jewelry.
Samer Khouri, Managing Director of Etoile Group, added, “The group continues going with its Q1 plan of new stores openings and strengthening its footprints in the different GCC countries, the momentum we are seeing across our markets highlights the trust our partners place in us, and the loyalty of our clientele. Each launch is a step forward in our mission to shape the future of luxury retail in the region.”
As part of its strategic growth and digital transformation plans, Etoile Group also recently introduced the Etoile La Boutique mobile application, offering a personalised digital retail journey for its clients. Powered by advanced algorithms, the app analyzes browsing and purchasing behavior to provide bespoke product recommendations tailored to each individual. Since its launch in October 2024, the app has been downloaded over 2,000 times, with 40% of Etoile La Boutique’s sales in March 2025 driven through the platform. This is a strong reflection of its growing impact with today’s luxury consumer.
These initiatives form a core part of Etoile Group’s broader 2025 roadmap, which includes further regional expansion, digital innovation, and a continued focus on design excellence and customer connection.
About Etoile Group:
Etoile Group has been weaving the Middle East and global luxury fashion houses together since 1983. A true pioneer and industry innovator, we began by bringing the very first Chanel boutique to the Arabian Gulf 40 years ago and have brought the same spirit of innovation and sophistication to our work ever since. Today, in the Arabian Gulf and Levant, we continue to partner with the best in luxury fashion – Chanel, Valentino, Etro, Aquazzura, Ralph Lauren, Tod’s and Hogan – as well as operating our own multi-brand, Etoile La Boutique.
Etoile Group is a family business, fashioned with passion and purpose by our founder and president Ingie Chalhoub. Following an intuitive business model, we partner with brands and individuals who share our commitment to innovation, and hold a deep reverence of design, artisanship and aesthetics. With a team culture that encourages growth and learning, our sense of ethics is the thread that runs through our sourcing and supplier partnerships, our respect for the environment and our sustainable approach to growth.
Acquisition of Indiana-based IDS Fulfillment adds 1.3 million square feet of multi-customer DC space in Indiana, Utah, and Georgia.
The German logistics solutions provider DHL Supply Chain today said it has acquired Plainfield, Indiana-based e-commerce fulfillment and retail distribution logistics provider IDS Fulfillment, marking the second e-commerce purchase in North America for DHL in 2025.
The buyout follows DHL Supply Chain’s January purchase of Inmar’s reverse logistics business, which made it the largest returns processing provider in North America.
Now, this latest acquisition adds over 1.3 million square feet of multi-customer warehouse and distribution space at IDS’ facilities in Indianapolis, Indiana, Salt Lake City, Utah, Atlanta, Geogia, and Plainfield, Indiana.
DHL said it made the move as more multi-national organizations are seeking to establish fulfillment capabilities in North America. “E-Commerce has been a growth driver for DHL in recent years and is an important focus in our Strategy 2030 agenda,” Patrick Kelleher, CEO of DHL Supply Chain North America, said in a release. “The acquisition of IDS Fulfillment not only expands our operational footprint but also ensures small and midsized companies have access to our state-of-the-art logistics solutions designed for their specific requirements.”
Terms of the deal were not disclosed, but DHL said it will continue to operate all IDS facilities under existing local leaders.
India and the UK on Tuesday announced a long-hoped-for free trade pact, in a mega-deal that’s Britain’s biggest post-Brexit agreement. It was signed and sealed in the shadow of US President Donald Trump’s tariff rises.
The deal sees the world’s fifth and sixth-biggest economies finally reaching agreement after three years of on-off talks with the aim being to increase trade between the two by a further £25.5 billion by 2040.
It should mean easier market access for both countries and fewer trade restrictions.
Indian Prime Minister Narendra Modi said the deal should “catalyse trade, investment, growth, job creation, and innovation in both our economies,”
The deal lowers tariffs on a vast range of goods including cosmetics, whisky, advanced manufacturing parts and certain foods.
The UK government said British shoppers “could see cheaper prices and more choice on products including clothes [and] footwear [as the] UK liberalises tariffs.
Importantly too, there will also be enhanced copyright protections for the creative sector that “will give exporters confidence thanks to a commitment that their work will continue to be protected for at least 60 years”.
“We are now in a new era for trade and the economy. That means going further and faster to strengthen the UK’s economy,” British PM Keir Starmer said. “Strengthening our alliances and reducing trade barriers with economies around the world is part of our plan for change to deliver a stronger and more secure economy here at home.”
India has long been one of the most protectionist markets but with its massive population it’s also one that’s a key target for many Western firms.
Talks between the UK and India began under the Conservative government in January 2022 after Brexit raised barriers to EU trade and also saw Britain negotiating its own deals for the first time in decades.
Both countries are also continuing to seek deals with the US to lessen the impact of president Trump’s tariffs. While the US hopes such tariffs will boost its domestic manufacturing and will encourage other countries to make deals with America, they’ve also underlined the urgency for other countries to make deals with each other.
